BENCHMARKING AND IMPROVING MANAGEMENT QUALITY

Comments (18)


Summary
By defining Management Quality as an organizational concept and applying established Quality methodology to the area of management, a great potential for improvement becomes apparent. This improvement translates directly to business results or other major objectives.
A model of Management Quality has been developed, and used in practice to benchmark management quality in more than ten Scandinavian and international organizations.
The results clearly show that even the leading edge companies can take great steps forward, by using a structural approach to management quality and by learning from best practices of others.

What is Management Quality?
Practically all management development is aimed at individuals. Management Quality is an organizational concept, which describes the organization's capacity to meet high quality objectives in its management functions. This leads to better customer satisfaction and financial and other performance.
Many enterprises and organizations have programs for Total Quality Management. These are supposed to cover management quality, as one of several topics. In practice, however, improvements in this area are often given a lower priority, than within processes, more directly concerning flows of products and money.
To apply quality concepts and methods to the area of management includes measuring present level of quality, establishing the desired goal and necessary actions, and finally measuring progress. It is not sufficient to address the symptoms, the obvious deficiencies; you must also consider the fundamental values, policies, systems, processes and programs, i.e. quality assurance.
Management quality is not synonymous with Quality management (to manage quality improvement). Nor is it synonymous with Quality of managers (a narrower concept, often represented as "wish lists" of desired personality traits).

Is Management Quality really important?
All enterprises or other organizations with competition and/or pressure to reduce costs must find means to improvement, that continuously give customers, clients and other stake holders more value for money. The most common way is to simply cut costs, which directly hits the employees and indirectly the customers.
In the area of management there is a great, unexploited area for improvement. Such improvement has a direct and positive impact on results. Those organizations that are pioneers in using this opportunity will create greater value for customers and clients, a better working environment and competitive advantage.
There are no real arguments for not taking advantage of this opportunity.

Management Quality - is there need for improvement?
Consider the following illustrations as "evidence":
Evidence 1.) I have conducted benchmarking studies in more than 10 major Nordic and multinational organizations representing industry, commerce and government. On a 1000-point scale for management quality these enterprises end up in the 350-550 interval. The study includes companies with an excellent reputation in the areas of general management and human resource management. The conclusion is that even those that are considered leading edge today have substantial room for improvement -and there are thousands who are lagging far behind.
Evidence 2.) Ask any group of employees if, during the last year, they have observed examples of lacking management quality, which have directly and negatively impacted the performance of the organization. Almost all hands come up.
Then ask how many who, during the last three months, personally have had such negative experiences, resulting in decreased motivation or possibility to do a first rate job. About half the group will confirm this.
Evidence 3.) Consulting companies have conducted studies, reported in the press, indicating that variations in management quality result in productivity differences as high as 25 %.
Evidence 4.) Other calculations show that the value of good management quality, as compared to poor quality, is 1,8 MUSD per year in a marketing group of 10 people. Corresponding numbers for a manufacturing group is 0,3 MUSD annually, and for an administrative group 0,2 MUSD.
Evidence 5.) In hundreds of interviews with employees and managers I hear statements like:
"Personnel policy is non-existent in this division. I am not making an effort anymore"
"Decisions are taken and orders are given, but everyone does whatever he likes to do. There is no follow-up, no questions asked."
"You cannot trust top management. Decisions are often reversed, without explanation. I am not motivated to act strongly and promptly", said one manager.
Each of these and many other statements are real-life examples of the negative impact on business of poor management quality.

How good is your Management Quality?
"How good is the management quality of your organization?"
When I ask this question, most often I get an answer. But the answer varies from one person to another, and is based on subjective impressions and feelings. In some cases, reference is given to Personnel surveys. Such surveys, at best, give an indication of how the immediate manager is perceived, and only from the employee perspective.
The Management Quality benchmarking mentioned above is a continuous project, all the time open to new participants. The result is a comprehensive review of the management quality of the organization, a detailed list of identified potential improvements, and sharing of best practices with interesting organizations.
You can make a first estimate by making the simple Self-assessment, below.
(It is designed for senior and Personnel management. Interpret the questions "from their position" - or give them a copy. Use a scale from 1 (I do not agree at all) to 5 (I fully agree)).

SELF-ASSESSMENT
A. WE KNOW THAT OUR MANAGEMENT QUALITY IS EXCELLENT
1.) Every employee can identify their own and the company's customers are and their expectations. Everyone can describe his/her own responsibility and mission.

2.) Everyone takes ownership of the company's vision and objectives and of his/her own objectives.

3.) Everyone is cost conscious and cost efficient (as if they were "owners" of their area of the business).

4.) Everyone has the right competence for today's mission and task and develops their competence for tomorrow's needs.

5.) Everyone possesses all relevant information for attaining their own objectives and contributing to those of the company.

6.) Everyone demonstrates excellent cooperation within their organization and with other groups and departments.

7.) Everyone demonstrates a high change competence.

8.) Everyone strives for excellent quality in all respects.

B. WE HAVE AN EFFECTIVE AND EFFICIENT MANAGEMENT SYSTEM
1.) Our company has clear, updated and documented mission statement, vision and strategies.

2.) We have consistent goals at all levels and in all parts of the company.
The goals include: Business results, costs, customer satisfaction, employee satisfaction, competence and quality.
We track them and support the goals through our reward system.

3.) We have rapid and efficient means of distributing and collecting information to and from all employees.

4.) Participation, cooperation and a high degree of independence are corner stones of our management system.

5.) We have a clear picture of our management quality, based on several sources.

C. WE HAVE EXCELLENT LEADERS AT ALL LEVELS OF THE ORGANIZATION
1.) We have defined the general requirements of all our managers.

2.) We appoint leaders of high quality and development potential, to all levels of the organization.

3.) We give new leaders a good introduction and start in their new management role.

4.) We give all managers continuous development in leadership.

5.) We create good opportunities for our managers to be highly motivated in their task.

6.) We phase out leaders who are inadequate in their management jobs.

D. WE HAVE A MANAGEMENT POLICY THAT GUIDES US IN ALL ACTIVITIES CONCERNING LEADERSHIP AND MANAGEMENT
1.) The company's basic values are clearly expressed.

2.) The policy gives our view of our employees.

3.) The policy describes our principles for leading and managing the company.

4.) The policy describes how we work in order to always have excellent leaders in all positions.

5.) The policy demonstrates that we focus on management quality.

6.) The policy is well accepted by everybody and the practical application is clear.

In evaluating your results it may be useful to know that very sucessful organizations tend to rate themselves at the 4 level. Most other companies in the 2,5-3,5 span.
The external estimate from a benchmark study usually averages 1 point lower than the internal self-assessment.

How to improve your Management Quality
The prerequisites to obtain substantial and lasting improvements of management quality are top management determination, time and perseverance.

1.) Benchmarking of management quality is a structured comparison with other leading organizations. This process identifies strengths and weaknesses and allows you to learn from the best practices of others. It is an excellent starting point for decisions about ambition and priorities in the continued improvement project(s). This is an ambitious approach, recommended if you believe that you are about to start a long-term development project.

2.) A more traditional approach is to start such projects already identified or in plan (e.g. management policy, management review, and management development), but in such a manner that each project becomes a building block, that fits with the other blocks.
Some kind of architecture is necessary. The model for management quality, used for benchmarking, can be very useful as a master drawing.
3.)
If you don't wish to use an "architecture", but still desire quality assurance of ongoing or planned projects (in the management area), the relevant sections of the management quality model may be used. A "consultant" (internal or external) who is independent in relation to the project should carry out the quality assurance.

Management Quality - what are the first steps?
Communication is the key word in all stages of a project aimed at improving Management Quality. The key issue at the start is the involvement of top management.
The self-assessment, made by top management is often an excellent way to show what is meant by management quality and the potential for improvement.
The result of the self-assessment can be made the starting point of a management meeting or seminar, with the objective to reach an agreement if and how to proceed with benchmarking or other ways to improve management quality.
There are other ways to make the decision, but the management committee (or corresponding group) must support the decision - this is the group which, as a next step, has to commit to future plans and actions.
The strong conviction of the CEO or head of Human Resource Management may not be sufficient to ensure a successful project.

Middle Management
The middle manager - the manager of managers - is the main implementer of Management Quality. She/he is responsible for identification of new management potential, development of those candidates, appointment of new managers, introduction and continuous development of managers, and, if necessary, the phase-out of inadequate managers.
The middle manager rarely receives any education or other support to fulfil these responsibilities. It may be your first priority to set up such education for middle managers.

About the author:
Harje Franzén

Senior consultant, author, teacher, speaker,
helping organizations to improve management quality, mainly through benchmarking, design and implementation of programs for management policy, management resources and middle managers´ education.

I have worked with organizations of all sizes, from many different cultures, in most industries, and at all managerial levels

Contact me at info@inutsikt.se or learn more at the web-site: http://forward.to/management_quality

About the Author

Senior consultant, author, teacher, speaker,
helping organizations to improve management quality, mainly through benchmarking, design and implementation of programs for management policy, management resources and middle managers´ education.

I have worked with organizations of all sizes, from many different cultures, in most industries, and at all managerial levels

Contact me at info@inutsikt.se or learn more at the web-site: http://forward.to/management_quality

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Comments

Nay-Nay 25.11.2007. 03:19

Why do labor unions care about the productivity of an industry? Benchmarking is another powerful TQM (Total Quality Management) tool. To improve its own products or processes, a company either compares its current performance against its own past performance or implements the best practices of other firms.

Nay-Nay

Admin 25.11.2007. 03:19

Labor unions would use that info in negotiating contract. Production increase due to employee efficiency, performance. Leverage in negotiating better salary/benefit increases.

Admin

Enigma 14.09.2007. 02:26

Whats the point in setting Benchmarks when they are never enforced? Wasn't that the whole idea to set them to show whether or not the right progress was being made and supposed to be strictly adhered to. Why do they waste taxpayers money on phoney political theatre.
Why in the world does everybody keep explaining benchmarks to me. I know what they are and they are supposed to be used by congress to determine troop funding and support for the war...jeez. Do you people need me to spell it out for you. CONGRESS KEEPS LETTING THIS WAR GO ON EVEN THOUGH THE BENCHMARKS HAVEN'T BEEN MET. THATS HOW THEY ARE ENFORCED........GET IT

Enigma

Admin 14.09.2007. 02:26

You may hate this answer because I'm going to explain my perspective on benchmarking. But I hope you'll hear me out anyway because it's my honest opinion, even backed with a bit of 'hands on' experience...

Several years ago the government, to improve quality and implement a standardized quality program, mandated that all DoD contractors implement Total Quality Management (TQM), as defined by the International Organization for Standardization (ISO), and to be ISO-certified in order to compete for contracts. A major milestone of TQM and ISO, to validate (success/fail) and improve processes and procedures, is 'Benchmarking'. The measurement and reporting of benchmarks, expressed numerically, is 'Metrics'.

The reason for 'beating around the quality bush' (no pun intended) first was to illustrate: (1) the framework and basis for proper benchmarking is a well-established, internationally standardized quality program, and (2) the government is well-aware of TQM and ISO certification because it's used as a basis for awarding many billions of dollars in federally-funded military contracts.

In spite of this intimate knowledge of ISO throughout industry, government and the military specifically, the benchmarks for 'The Surge' are not ISO compliant. They were not *real* benchmarks, in large part because the measurements (metrics) were not clearly defined as part of the 'benchmarks' and the benchmarks were not defined as truely measurable. Therefore, the benchmarks were never true (compliant) for measurable and enforcable success.

As an aside (another long topic)... it also appears that risk management, specifically risk assessment and mitigation plans, was not factored into the benchmarking either. Going out on a limb here regarding benchmarks, metrics and risk management... if Congress and the military were held to the same standards as a DoD contractor, they could be in really big trouble for contractual non-compliance. Very good question, BTW!!

Admin

Aaron 23.04.2009. 10:55

Any suggestions on what to do for this task!? Explain how an organisation could improve the quality of its business information justifying each of their recommendations

Aaron

Admin 23.04.2009. 10:55

There are broadly 3 different types different types of business information:

1. Financial
2. Performance Indicators (benchmarking)
3. External - markets and competitors

In general the purpose of business information should be to allow managers to understand how their business is operating and identify areas for improvement.

1. Financial
-----------------
Historical information is derived from the accounting system but the raw data even as presented by the reporting module of the accounting system is often poor and difficult for non-financial managers to interpret and understand.

Either by using the more modern and advanced accounting systems like Navision, which have more advanced reporting systems, or by downloading the information into an Excel spreadsheet clearer and more informative financial information should be given to non-financial Managers. This should include a Profit and Loss Account with a breakdown of revenue by product and or by geographical are as appropriate and of overhead costs with current month and YTD compared to previous periods and a budget if available. Any significant variances to either prior periods should be explained in notes.

Gross margin %, overhead to revenue % and other indicators can indicate what is happeing over time to your business efficiency.
The use of graphs and charts can often allow a clearer presentation of the data.

A Balance Sheet should also be produced with comparisons to prior periods. Working capital should be analysed in relation to sales - number of days debtors, number of days creditors , number of days stock etc - these are the key determinants of the cash balance at the bank, along with sales and profit margins and managers should pay close attention to them to optimise the management of cash. It may be appropriate to present a schedule of cash movements.

The process of producing a budget can itself produce greater knowledge of the finances of the business.

2 Performance Indicators
------------------------------------
Key performance indicators for the business should be identified and
calculated ideally compared to the industry average. These might include:
- sales revenue per member of he sales team
- market share
- output per man hour
- wastage %
- faults/returned goods percentage
- working capital indicators - number of days debtors etc as aboove
- value added per worker

and other indicators as appropriate for the business.

Benchmarking can be performed against industry averages or competitors although the detailed information is often hard to come by.

3. External Markets and Competitors
-------------------------------------------------------
Benchmarking against competitors is one type of external indicator.

Others include:
- market share in geographical or product segments
- comparing your key performance indicators with your competitors
and the industry average
- industry/market growth compared to that of your business

Admin

natalija s 22.10.2006. 17:24

What does benchmarking mean? Array

natalija s

Admin 22.10.2006. 17:24

Continuous measurement of a process, product, or service compared to those of the toughest competitor, to those considered industry leaders, or to similar activities in the organization in order to find and implement ways to improve it. This is one of the foundations of both total quality management and continuous quality improvement. Internal benchmarking occurs when similar processes within the same organization are compared. ...

Admin

Manjinder C 21.01.2008. 17:40

Tricky interview questions? What answers would you give to the following possible interview questions for a person going for a team leader position :

1. How would you agree measurable objectives for others?

2. How would you judge results against critical success factors e.g. time, quality and resources invested?

3. How would you use benchmarking data & best practice to suggest changes to individual's activities and/or procedures?

(Responses can be given from work situations or elsewhere)

Manjinder C

Admin 21.01.2008. 17:40

I worked as a team leader at a large chain store for a few years. This is what I would say:

2. I would start by giving the employees slightly more time than the task should take (based on how I've done it myself in the past). I could then adjust it depending on how fast or slow someone works. For example, at the bookstore I worked at, I knew that Diane, an older lady in her 60s, couldn't unpack boxes nearly as fast as Adam, a 20-something college student. So I would allow them different chunks of time for tasks based on their physical limitations. You have to keep the strengths and weaknesses of your employees in mind when deciding on objectives.

1. I believe that employees should help set their own objectives and goals. If you arbitrarily set them, you risk pointing an employee in the opposite direction of where he or she is trying to go, career-wise. For example, someone who is going to school and working part time is probably not flush with aspirations of a future management position with the company, but would like to learn more about the business end of the company because he or she is getting a degree in finance.

3. Self-evaluations work wonders for this. Assign the employee a one to two page report answering questions like "how did you meet your goals this quarter," "what are some things you did really well," "what are some new things you learned," and "what do you think you could improve on for next quarter"? I will already have notes of my own from my personal observations on things like how quickly work is completed, whether or not an employee volunteered for more responsibility, how well they all work together, etc., but reading about how they feel they did, will give you more perspective when it comes to making an accurate assessment. If your version varies greatly from theirs, you can go over it and discuss why.


I hope these answers help you!

Admin

ram 16.10.2006. 16:07

what is total quality managemant? Array

ram

Admin 16.10.2006. 16:07

Google TQM - you'll get more info than you can deal with.

From http://www.isixsigma.com/library/content/c031008a.asp - definition is
TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives.

TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The simple objective of TQM is "Do the right things, right the first time, every time". TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as a generic management tool, just as applicable in service and public sector organizations. There are a number of evolutionary strands, with different sectors creating their own versions from the common ancestor. TQM is the foundation for activities, which include:

Commitment by senior management and all employees
Meeting customer requirements
Reducing development cycle times
Just In Time/Demand Flow Manufacturing
Improvement teams
Reducing product and service costs
Systems to facilitate improvement
Line Management ownership
Employee involvement and empowerment
Recognition and celebration
Challenging quantified goals and benchmarking
Focus on processes / improvement plans
Specific incorporation in strategic planning

Admin

Abby 22.02.2010. 16:35

Business Management questions? Robert Downs has just completed a Master of Science degree in computer science at Major State University. He now wants to begin a new Internet business selling his services as a Web site maker for companies in his home city, St. Louis. He estimates that, if his business idea is a success, within one year he will be employing at a minimum 10 programmers and two analysts.

1. To make his business successful, Robert will first have to develop what type of plan?
A. Tactical
B. Specific
C. Directional
D. Strategic

2. To clarify how the overall goals are to be achieved, Robert will have to develop a
A. Tactical plan
B. Specific plan
C. Directional plan
D. Strategic plan
3. To ensure that the organization?s objectives are clearly defined and do not leave room for interpretation, he will have to develop what type of plan?
A. Tactical
B. Specific
C. Directional
D. Strategic
4. To provide the programmers and analysts general guidelines about the efficiencies that are desired, he will have to develop what type of plan?
A. Tactical
B. Specific
C. Directional
D. Strategic


CASE 2?XYZ Planning
At organization XYZ, the plans are made at the top, and then those managers meet with their subordinates at the next level and mutually agreed-to goals are established with them. The mid-level managers then meet with their first-level managers and mutually agreed-to goals are established with them. Finally, the first-level managers meet with each of their employees and mutually agreed-to goals are established with them.

5. The planning approach used at the XYZ organization is ____________________.
A. Management by Objectives
B. Directional planning
C. Specific planning
D. Traditional planning
CASE 3?Dollars to Donuts
Ralph Friedgrin is the owner of a chain of five donut shops in Smalltown, MD. Smalltown is located along Interstate 95, about half-way between Lost and Nowhere.

6. Mr. Friedgrin demands that the five store managers during their weekly meeting discuss what the customers in their stores are requesting. Mr. Friedgrim always reads the monthly donut-industry magazine, Holey Mazole. He always attends the Annual National Conference of Donut Makers and updates his managers when he returns. These activities are examples of_________________.
A. Competitive intelligence
B. Benchmarking
C. Environmental scanning
D. Global scanning

7. On occasion, Mr. Friedgrin goes to nearby, larger towns such as Lost and Nowhere to visit big chain donut shops. Mr. Friedgrin purchases donuts and chats with these customers about their donut likes and dislikes. He also will ?peek? into the kitchen to view the equipment, or when he can, he will watch through the customer observation window to see the whole process. Mr. Friedgrin is performing which planning technique?
A. Competitive intelligence
B. Environmental scanning
C. Benchmarking
D. Global scanning

8. Mr. Friedgrin recently went on a well-deserved vacation. While at the beachfront resort, Mr. Friedgrin took many notes regarding the excellent service he received. On the flight home, he reviewed his notes to see what lessons he could apply to his donut shops. When Mr. Friedgrin is out looking at the ?best practices? of the other donut stores in these towns, he is performing which of the following?
A. Competitive intelligence
B. Benchmarking
C. Environmental scanning
D. Strategic planning

CASE 4?SWOT Analysis
As a process of self-examination during her senior year of college, Casey decided to develop a SWOT analysis of her prospects relative to getting a job.

9. Casey realizes that she has a personal characteristic that suggests she is not comfortable interacting with strangers. She interprets this as a(n) _________is she is to get a job as a salesperson.
A. Alternative
B. Strength
C. Weakness
D. Opportunity
10. Casey majored in marketing and really enjoyed studies in market research. Through research on the Internet and in the university library, she discovers that this industry appears to have significant positive external trends. She interprets this as a (n)______.
A. Alternative
B. Strength
C. Weakness
D. Opportunity

11. Casey has been involved in _____________at a personal level
A. Opportunity analysis
B. Risk avoidance
C. Strategic planning
D. Stage decision making

CASES 5?Un Taco Pequeno
Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican fast-food restaurants. The success you have experienced in the last 5 years has you thinking of what to do with the business next. Should you expand the business at the current rate? Open new and different restaurants? What?
2, You decide to concentrate on Taco Rocket?s primary business by only increasing the menu to include new items such as enchiladas and rice bowls. This is an example of what type of growt

Abby

Admin 22.02.2010. 16:35

It is safe to say that nearly everything about managing customer specific requirements is a hassle. If you're an auditor, how do you know what customer specific requirements exist so that you can audit against them? If you're the customer, how do you distribute them efficiently? If you're a supplier, how do you get them? How do you know if you have the latest version?

Customerspecifics.com was founded as a way of improving the management of customer specific requirements for registrars and quality personnel. The idea started when a member was surprised to find that his revision of a customer specific requirement had become obsolete just days before his audit, resulting in a finding.

Really?
This person wasn't notified of the release of a new revision. If suppliers are required to notify their customers of changes to processes, shouldn't customers return the favor and notify their suppliers of changes to requirements? If something is important enough to be a requirement for a supplier, it's just good business practice to make sure that your suppliers are aware of these requirements.

These are the issues that customerspecifics.com is attempting to solve. We thank each of our users for your valuable document submissions and welcome any and all feedback. We look forward to hearing from you!

D. Matthew Morris

Admin

Divya 28.12.2012. 07:29

Software Development..Project integration? Please can any one explain how the different layers like presentation layer, business layer, persistent layer, controller layer will be integrated in one module and how all the different modules will be integrated to project.How they communicate each other? How to integrate project and how to deploy it???
Yeah, if the project will be developed using java and jee technologies??

Divya

Admin 28.12.2012. 07:29

Quality benchmarks provide use of a reliable productiveness reporting program. This is not a site provided by numerous benchmarking software service providers. If you currently acquire benchmarks, check to see if this support is available for you. If not, take into account switching with a service that offers a productiveness reporting program as an option.
http://www.emanio.com/Benchmarking/Benchmarking-Software.htm
To manage successfully, it is important to use a reporting system in place in which measures important metrics such as actual versus. peer party performance evaluations. The reviews should be created with enough rate of recurrence to allow for important management changes in improve productiveness. Thorough benchmarking software solutions analyze the company's data prior to performing the actual benchmarking software process. Outstanding benchmarking software services help resolve imperfections in supervision information.

Admin

hr 13.11.2006. 07:08

How does an HR work on handling the PF and other statuatory Benifits.? I want to know in detail what are the roles of HR in performing these activities in a IT/BPO in india.and examples of such benefits in detail.wld be appreciated if anyone can provide with an example.

hr

Admin 13.11.2006. 07:08

Interim & Institutionalisation support

A typical HR@work engagement to provide Interim & Institutionalisation support would cover the following areas:

* Designing the Organisation based on business strategy & the key business processes and implementing the same. This would include deciding on the levels of impact and establishing Bands & Grades.
* Designing jobs to meet the business needs and also facilitate the management of talent.
* Identifying capabilities to facilitate staffing, training, assessment and development.
* Evolving strategic staffing plans and approaches and improving the quality of the staffing processes (as a policy totus does not offer search & placement services to its clients but does participate in the staffing and selection processes for which it uses other placement consultants).
* Reviewing & implementing sound work force management policies & processes.
* Designing & implementing performance management systems.
* Designing & implementing appropriate compensation and benefits programs right from philosophy to delivery plans.
* Developing the HR Organisation by defining the HR agenda, hiring the HR professionals and supporting them to succeed.

In each of the above areas, our work does not stop with conceptualisation and design. We get involved in implementing our solutions and recommendations in the client Organisation.

Improvement Support

A typical HR@work engagement to bring about improvements would cover the following areas:

* Diagnosis of needs & assessment of change readiness
* Consensus building to enhance level of buy-in and ownership
* Communication
* Benchmarking with best practices and learning from mistakes
* Developing knowledge & skills to improve change readiness
* Driving structural interventions
* Driving HR system interventions
* Implementing service quality improvement initiatives
* Designing & implementing employee recognition programs
* Coaching support for the CEO and his team

Improvement efforts of totus go beyond traditional Organisation Development approaches and focus on establishing a strong business case for the engagement by integrating facilitation efforts with structural and system changes.

In all our efforts, we rely heavily on Research, benchmarking of industry practices, thorough diagnosis of the needs and business linkages.

A typical HR@work engagement takes between three to twelve months to complete depending on the complexity involved and the maturity of the existing systems.

Advantages

The Convenience and Cost Effectiveness

The HR@work engagement process offers a distinct convenience over the traditional model of building an in-house HR function.

Most start-ups or existing small and medium businesses have a classical dilemma - they desperately need top quality HR inputs to build competitive advantage, but either cannot afford it or do not need it all the time. They hire a junior level HR professional to handle the operational aspects of the function and end up waiting till they become large enough to be able to attract or afford a Senior HR professional to build the strategies. The problem with this model is that, by then, it is too late. The Organisation has lost out on the opportunity to build its people advantage, or worse still, has increasing people management problems. Today's Organisations built on Human Capital just cannot afford to make this mistake.

The Comprehensiveness and Customization

The HR@work model is comprehensive in its coverage and can meet the diverse HR needs of clients.

Not constrained by a narrow framework or a universal model, the open systems approach of the HR@work model also helps totus to customise its offering to meet the special Human Resource needs of its customers and their employees which are organisation specific and culturally sensitive.

The Learning and Involvement

The HR@work product offers hard-to-match value to its clients.

The CEO and his/her team are fully involved in the conceptualization, design and implementation of all the systems and processes, thereby ensuring that the engagement is a learning experience for them. This helps them to enhance their HR management capabilities going forward.

Admin

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