Plenari 1: Amalan Terbaik Dalam Pengurusan Sumber Manusia

HRMIS USER GROUP SUMMIT (HUGS)
2014
‘HRMIS Cekap, Transformasi Mantap’
Plenari 1: Amalan Terbaik Dalam
Pengurusan Sumber Manusia
“Best Practices in Human Resource Management”
By
Mohd Hanif Hamdi
Chief Executive/Principal Consultant
HR Systems & Consulting Sdn Bhd
Tuesday, 30th September 2014
Agenda
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Introduction
What is HR Best Practice?
HR Must Consider – The 4 Perspectives
HR Service Delivery - Best Practices Checklist
HR Winning Approaches (Best Practices Illustrations)
“Materials adopted from HRSC’s Training Program Series entitled HR Best Practices - Getting Returns Beyond Investment”
Introduction
What is…
Consider..
“Best Practices in Human Resource
Management”
TOP STORIES…
The Human Resources
function continues on its
mission to transform and
become a value adding, strategic
business
partner
to
the
organization.
As the HR transformation
movement grows in momentum,
the desired results of the
transformation is coming into
focus i.e. the Human Capital
Management
(HCM).
HCM
reflects a growing need to
manage human capital with
business discipline to maximize
opportunity
and
positively
impact
overall
business/
operational results.
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Key concerns…
 There is an obvious need
to improve performance/
productivity
 Operational effectiveness
is becoming more
dependent upon service
orientation
 There is an increasing
reliance on “good,
competent” people
 Good employees need to
be retained (and not
demotivated and
frustrated), especially in
the high contribution roles
 Survival is no longer a
guarantee into the future
HR Performance Index...
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Turn around time in service delivery
Zero error
Mandays spent on training
% acceptable variance to operating
budget
 Turnover rate (recruitment/
resignations-retirement)
 % reduction in disciplinary issues
Strategy Partnership…
… realization of organization’s vision
… support assessment of corporate
scorecard
… perform Industry strategic analysis
… assist in organization transformation
Introduction
What is…
Consider…
Human Resource Management: The Business Process Block Diagram
Scholarship
Leave
Confirmation
Appointment
Position
Management
Organisational
Structure
Benefit
in Kind
Skills
Bank
Profile
Match-up
Compensation
Matrix
Job
Analysis
Medical
Placement &
Transfer
Profile
Manpower
Planning
Work
Schedule
Recruitment
Appraisal &
Evaluation
Pension
Scheme
Welfare
Career
Planning
Disciplinary
Promotion
Pension &
Retirement
Payroll
System
Personnel
Administration
Time
Management
Grievances
Management
Payroll
Management
Strategic
Planning
Productivity
Organisational
Changes
Organisational
Management
Organisational
Development
Knowledge
Management
Personnel
Development
HR Core
Functions
HR
Strategic
HR
Analytics
HR Enabling
Solutions
Strategic
Alignment
Workforce
Analysis
Recruitment
Compensation
& Benefits
Reporting &
Benchmarking
Surveys
Mobile
Enabled
Training
Management
Manager
Portals
Succession
Planning
Training
Calendar
Examination
Training
New Job
Application
Employee
Portals
Applicant
Portals
Promotion
Application
Scholarship
Application
Workforce
Forecasting
Cost
Simulation
Headcount
Planning
Payroll Mgt.
Reporting
Reporting
Mgt. System
Gr. Insurance
Application
Leave
Application
Asset Declara.
Application
In-service
Exam Appl.
Training
Application
Salary
Surveys
TACOS
Benchmarking
Workforce
Analysis
Demographic
Distribution
Staff
Establishment
Khairat Memb.
Application
Ext. Study
Application
Claims
Application
E-Payslip
Data Update
Application
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Introduction
What is...
Consider…
“Best Practices in Human Resource
Management”
A “best practice” in HR is a particular method, approach
or practice of managing people which has a positive
impact on an organization’s overall business/operational
performance by improving:-

Customer Satisfaction,
Employee Satisfaction,
Business/Operational Performance
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Introduction
What is…
Consider…
“Elements to consider in addressing HR Best Practices”
4 perspectives to consider…
1. Strategic Perspective
 Do we have the talent we need to be successful in the
3. Operational Perspective
 Are our HR processes/transactions efficient and
future?
 Do we have the leadership strength to be successful?
 How is HR helping our entity position itself to meet
the needs of our customers?
 Is HR creating an environment that encourages
employee engagement, integration and shared vision?
 Are we investing in growing our HR capabilities?
effective?
 Are our staffing support systems fostering better
selection?
 Are we using technology to improve HR efficiency?
 Are we effective in our technology deployment?
2. Customer Perspective
4. Financial Perspective
 Is our entity viewed as a great place to work?
 Is our entity creating an environment that engages
people?
 Is HR viewed as an enabler in attracting and
retaining top talent?
 Is HR viewed as providing effective support
systems to employees?
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Are we managing the cost of turnover/failure?
Are our HR plans and programs effective?
Is HR service delivery cost effective?
Are we managing risk?
What is our return on investment in people?
The Checklist
Winning Approaches
HR Service Delivery - Best Practices Checklist
40 Check-points
A. Role
C. Effectiveness
HR helps the organization…
1. Accomplish business goals.
2. Improve business goals.
3. Take care of employees’ personal needs.
4. Adapt to change.
HR effectiveness is measured by its ability to…
13. Help make strategy happen.
14. Efficiently deliver HR processes.
15. Help employees meet personal needs.
16. Help an organization anticipate and adapt
to future issues.
B. Participation
HR participates in…
5. The process of defining business
strategies.
6. Delivering HR processes.
7. Improving employee commitment.
8. Shaping culture change for renewal and
transformation.
9. HR strategies are aligned with business
strategy.
10. HR processes are efficiently administered.
11. HR policies and programs respond to the
personal needs of employees.
12. HR processes and programs increase the
entity’s ability to change.
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D. Perception
HR is seen as…
17. A business partner.
18. An administrative expert.
19. A champion for employees.
20. A change agent.
E. HR Time
HR spends time on…
21. Strategic issues.
22. Operational issues.
23. Listening and responding to employees.
24. Supporting new behaviors for keeping the
firm competitive.
The Checklist
Winning Approaches
HR Service Delivery - Best Practices Checklist
40 Check-points
F. Participation
H. HR Value Added Service
HR is an active participant in…
25. Business planning.
26. Designing and delivering HR processes.
27. Listening and responding to employees.
28. Organizational renewal, change or
transformation.
HR develops processes and programs to…
33. Link HR strategies to accomplish business
strategies.
34. Efficiently process documents and
transactions.
35. Take care of employee personal needs.
36. Help organization transform itself.
G. HR Works
HR works to…
29. Align HR strategies and business
strategies.
30. Monitor administrative processes.
31. Offer assistance to help employees meet
family and personal needs.
32. Reshape behavior for organizational
change.
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I.
Perception
HR’s credibility comes from…
37. Helping to fulfill strategic goals.
38. Increasing productivity.
39. Helping employees meet their personal
goals.
40. Making change happen.
The Checklist
Winning Approaches
HR WINNING APPROACHES
(BEST PRACTICES ILLUSTRATIONS)
The following selected business processes on HR winning approaches are illustrated:-
1. Manpower
Planning &
Recruitment
2. Employee
Development
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3. Deployment of
Personnel
4. Management of
Performance,
Reward and
Recognition
The Checklist
Winning Approaches
HR WINNING APPROACHES
(BEST PRACTICES ILLUSTRATION – Manpower Planning & Recruitment)
COMMON
ADVANCED
 Little understanding of the
process of manpower
planning
 Corporate manpower
planning cycle Long term
view taken
 Unsophisticated assessment
of need
 Manpower establishment
used to control numbers of
employees and contractors
 Recruitment criteria not
established
 Late supply
 Little or no use data to
support decisions
 Recruitment sources
identified, particularly of
scare resources
BEST PRACTICE
 Manpower skills inventory
in place
 Balance between
permanent and contract
staff determined
 Assessment Centres used as
appropriate
 On time recruitment
 Rigorous challenge of
candidates against pre-set
criteria
 HRIS used to capture dataintegrity of that data a key
issue
 Pipeline of recruits proper
inducted and ready to hit
the ground running
 HRIS as an essential
business tool
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The Checklist
Winning Approaches
HR WINNING APPROACHES
(BEST PRACTICES ILLUSTRATION – Employee Development)
COMMON
ADVANCED
BEST PRACTICE
 Performance driven training
 Pre employment training

 Career action plans
 Training as an investment
versus a cost
Develop and train competitive
workforce around core
competencies

Training ROI
 Dedicated training facility
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 Team oriented training
Just in time/performance support
focus

Core value & key skills training
 Evaluate training and
development programs on a
continued basis

Self managed training

Develop coaches not supervisors.
Mentoring
 HRIS records training
received

Cultured tailored training
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Develop multi-skilled people

Foster a climate of continuous
learning

Allow employee involvement and
input to their careers

HRIS an essential business tool
 Fast track
 Dedicated training personnel
 Training needs assessment
 Manual records
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The Checklist
Winning Approaches
HR WINNING APPROACHES
(BEST PRACTICES ILLUSTRATION – Deployment of Personnel)
COMMON
 Unstructured approach
 Succession and career
planning done separately
 Time limits imposed before
advancement
 No real understanding of the
system by employees
 Manual system
ADVANCED
 Skills, career and progression
models in place
 The work is right - sized before
the people
 Ranking, banding process
 Database in place which tracks
initial staffing and continuous
scheduling
 Estimate of potential rating
 Overseas assignment
screening
 Organization manages
employee career to suit
business and employee
needs
 Reassign, retrain prior to
right sizing
 HRIS used within the HR
function
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BEST PRACTICE
 Help employees to manage
their own career through
online career interest
database supported by job
families database
 Recruitment and selection
results are analyzed and
adjusted
 Database tracks job applicant
inquiries and skills
 Competency / process based
career structures
The Checklist
Winning Approaches
HR WINNING APPROACHES
(BEST PRACTICES ILLUSTRATION – Management of Performance, Reward & Recognition)
COMMON
 Performance is not really
rewarded
 Anomalies between
positions and pay
 Informal mechanisms
 No records or analysis of
performance
ADVANCED
 Compensation systems are
established that are externally
competitive and internally
equitable
 Employees are subject to
compensation program that
provides a variable pay
component that encourages risk
taking, productivity and
commitment
 Real time performance feedback
 Job classification system which is
the foundation for a flexible
organization structure
BEST PRACTICE
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Compensation plans are aligned
with and reinforce the goals of the
organization
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Individual and team goals are tied
to the mission and strategic
objectives of the company and
financial results

Culture values and belief integrated
with performance, reward and
recognition policies

Personal and team performance
agreements/ “performance
contracts”

Upward/360 evaluations

Feedback from those with cross
functional responsibility into
performance reviews

Customer feedback into
performance reviews

HRIS an essential business tool
 Team based rewards
 Benefits program which offer
choice
 HRIS produces routine report
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Questions
& Answers
www.hrsc.my