OBJECTIVES OF HR DEPARTMENT

OF THE COMPANY

 Talent Acquisition
Goal: Recruit and retain a diverse workforce to meet the needs of the
organization.

 Talent Development
Goal: Provide development programs to help staff and managers accomplish
their goals

 Performance Management
Goal: Ensure our compensation and performance management processes are
designed and executed to align and maximize our people’s performance with
the goals of the organization.

 Strengthening employee engagement.

 Improve people management

 Advancing professional development for emerging HR leaders.

 Prioritising Sustainability.

 Increase organisational learning, Accountability and efficiency

 Culture
Goal: Maintain a positive, values-based work environment

 Organizational Excellence
Goal: Administer HR policy and programs effectively and efficiently, while
maintaining internal customer satisfaction and meeting budget constraints.

 Defining Organizational Structure And Driving Productivity

 Building Coordination Between Organizational Departments

  Design performance incentives & Offering Employee Satisfaction and boost
employee morale.

 Keeping Up with The Societal And Ethical Models

JOB DESCRIPTION OF HR HEAD

Job description of HR Head.

Head of HR Operations responsibilities include:

 Leading HR projects like compensation plans revisions

 Implementing functional HRMS and internal databases across all departments
and locations
 Overseeing our payroll and performance evaluation systems

Job brief
We are looking for a Head of HR Operations to oversee all personnel-related
matters and ensure we use our resources beneficially.

Head of HR Operations responsibilities include designing budgets, applying

company policies and managing internal HR systems. To be successful in this
role, you should have extensive HR experience in senior roles and good
knowledge of Human Resources Management software.

Ultimately, you will ensure our HR department operates efficiently and aligns
with our business objectives.

Responsibilities

 Lead HR projects like compensation plans revisions

 Develop corporate plans for a variety of HR matters such as compensation,
benefits, health and safety etc.
 Act to support the human factor in the company by devising strategies for
performance evaluation, staffing, training and development etc.
 Oversee all HR initiatives, systems and tactics
 Implement functional HRMS and internal databases across all departments
and locations
 Supervise the work of HR personnel and provide guidance
 Serve as the point of contact for employment relations and communicate with
labor unions
 Monitor adherence to internal policies and legal standards
 Deal with grievances and violations invoking disciplinary action when
required
 Report to senior management by analyzing data and using HR metrics
 Oversee our payroll and performance evaluation systems
 Design company policies and procedures
 Review and update our employment contracts and agreements
 Prepare budgets by department
 Track key HR metrics like cost per hire and retention rates
 Manage internal communication projects (like job satisfaction surveys)
 Measure the effectiveness of our benefits programs and recommend
improvements
 Coordinate employee training and development initiatives
 Ensure our recordkeeping and data processing procedures comply with GDPR
requirements

Requirements

 Work experience as a Head of HR or similar role

 Full understanding of the way an organization operates to meet its objectives
 Experience with Human Resources Information Systems including payroll
tools
 Experience in designing compensation and benefits programs
 Excellent knowledge of employment legislation and regulations
 A business acumen partnered with attention to the human element
 Knowledge of data analysis and reporting
 Excellent organizational and leadership skills
 Outstanding communication and interpersonal skills
 Diligent and firm with high ethical standards
 BSc/BA in human resources, business administration or relevant field;
MSc/MA in human resources will be a plus

KRA’s of HR head

1. Talent Acquisition
Attracting and acquiring the right talents in a timely basis, in sufficient
numbers and with appropriate qualifications for the jobs are essential for any
business to prosper.

Every position in Human Resources needs to have an understanding of talent

acquisition (how to attract and bring talent into the organization), retain
talent (employee engagement) and make sure the organization has the talent
it needs when it needs it.

 Fullfilment Time

Time taken from the requisition date to issuance of the offer letter. Fulfilment
time should be as short as possible. It will not only make the process of talent
acquisition more efficient but also reduce the cost associated with the vacant
post i.e. Vacancy cost.

 Cost per hire

Keep the recruitment cost per hire under control and as budgeted. The hired
resource should be of the highest available quality at the optimal cost to the
organization.

 Quality of Hire

The organization should always keep a check on the Infancy ratio and keep it
under control.

 Employee Productivity Rate (EPR)

It is important to track workforce efficiency over time. You can measure this
by taking the total organizational revenue and dividing it by the total number
of employees. The success of Talent Acquisition is in increasing the EPR of
an organization.

2. Capability Building

Capability building can fuel the progress of the organization. The resources
in the organization can be well groomed to take up challenging roles and lead
the organization from the front.

 Training and Development

There should always be competency mapping done for different roles and
training programs designed accordingly to cater to the gaps. Talent should be
prepped for the next level of responsibilities both laterally as well as
vertically.

 Succession readiness

Succession planning caters to the future leadership needs of the organization.

Better succession planning reduces the need to hire resources externally and
focusses on developing talent within the organization. That, in turn, reduces
the costs associated with hiring and the employees feel more responsible and
loyal towards the organization.

 Skills improvement of Workforce

The workforce should be adequately skilled to perform the task in the best
possible manner, resulting to highest quality standards. (For e.g. rejection
rate of a product due to quality errors should be really low). The organization
is continuously upskilling (Training Programs etc…) the workforce and
equipping them to handle any situation with ease.

 Recruitment effectiveness

A low-quality hire, in turn, requires added capability development

investments – thus recruitment effectiveness is an effective metric in
evaluating capability building. However, recruitment effectiveness is not just
about reducing costs or increasing the speed of hire, it also includes quality
of hire and stakeholder satisfaction.

 Customised careers

Individuals will have specific career needs and wants, and fewer will buy
into the classical model of move-and-grow-till-you-become-CEO. Diversity
will grow to encompass the entire universe rather than the limited (and
limiting) notion of gender: as individuals become more conscious of how
they are each different even as each similar, the challenge to HR will be to
design learning paths (rather than career paths) that meet their unique needs
while capitalizing on their specific brilliance.

 Return on Investment (ROI)

Organizations want to confirm that the money invested in training employees

pays off. This can be defined as the profit per dollar invested in social
compensations/training wages.

 Performance versus potential (PVP)

The 9 box or grid method compares performance versus the potential of

employees. This is typically used in succession planning, but the metrics that
come from the process can tell an organization how prepared they are for
tomorrow or an emergency such as losing key employees.

8.% of workforce undertaking self-driven learning through technology

Sub KRA would be costs saved from this approach, project outcomes
regarding the link between learning and improved performance.

 Strategic Interventions

Number of HR driven strategic workshops regarding the change, digital

deployment, design thinking workshops, job design workshops,
organizational design workshops etc

3. People Engagement/ Happiness

If an employee continues to produce work at the level that contributes to the
company making its goals then the employee is engaged.

 Employee Productivity

One of the big KRAs for all HR functions, this is a measure of how
effectively HRs various activities and initiatives impact the organization’s
fundamental goals of continued survival and growth.

Measurement can One of the big KRAs for all HR functions, this is a
measure of how effectively HRs various activities and initiatives impact the
organization’s fundamental goals of continued survival and growth.

Measurement can be as simple as dividing organizational turnover/revenues

by the number of employees (although can get significantly more complex).

This KRA, when compared to previous years and/or competitors, is a

measure of how effectively HR is supporting the business to improve its
margins.

 Employee Retention

The loss of employees who the organization wants to retain i.e. voluntary
turnover, can be the single biggest employee related cost outside of pay and
benefits, not only in the direct costs of hiring but more critically in indirect
costs e.g. loss of productivity from leavers and new joiners, HR and
management time to hire, disruption to the workforce.Like any other KRA,
employee turnover can get very complex depending upon the needs of the
organization.

 Net Promoter Score (NPR)

It usually measures how likely an employee is to recommend the

organization as a place to work. This is a one question survey with a
qualitative response to understand why. Very actionable and tells you your %
of promoters versus detractors.

 Employee Turnover (ET)

This measures the number of employees that voluntarily leave (quit) your
organization each year. As an employer, we want to have the ability to
choose who leaves, which means we want people to choose to stay.

 Effective PMS System

Accurate and just performance management leads to a satisfied and engaged

employee. The systems should be efficiently designed to manage employee
KRAs and KPAs. Overall process from Goal setting, Performance appraisal
discussions, letter generation after performance review to the grievance
address should be done as effectively as possible.

 Retention of key talent

Proper efforts should be given to identify and retain the key talent available.
Keen eyes should be kept on the Hold ratio. It should be definitely above
industry threshold.

4. HR Excellence
HR Operations is becoming more and more important. A big part of a
positive employee experience is determined by the HR Service Center.

Considering the fact that there will be a technology drive, today is the time
HR needs to critically review what is core and non-core within HR. The
formula is clear that non-core needs to be outsourced, if not no investment at
least. On the core part, HR needs to invest and make it stronger in system and
processes.
The following are key metrics to assess HR Excellence-

 Diversity Score

Accurate track of the diversity scores should be kept. Gender diversity scores
and inclusive workforce scores should be always above the predefined levels.
There should be awareness about diversity in the organization and the same
should be measured through surveys.

 Culture Satisfaction

Engagement surveys across the organization should be conducted and the

outcomes should be analyzed in order to understand the mindset of the
workforce. A satisfied workforce is also a dedicated workforce.

 Cost of HR Services

Traditionally HR is considered as a cost center and just an enabler. However,

the outlook is changed with increased awareness of the value created through
the initiatives of the HR function for the business, by developing the people
and its cascading effect on the improved revenues. Today the cost incurred in
HR processes is seen as an investment with high returns.

 HR staff per employee

A more confrontational metric but a critical one nevertheless. There is no

magical right answer to how many HR staff an organization should have – it
depends on so many factors including the organization’s maturity,
geographical spread, type of industry, the ratio of professionals to non-
professionals, strategic direction etc. However, with experience and looking
at the organization’s competitors and marketplace, it is relatively easy to get
a feel for the right ballpark. This is an important metric because if an
organization has too many HR staff, HR starts creating work (mainly admin)
for itself that is either unnecessary or that should be done by line managers.
This breeds resentment and drives a wider perception of HR being
disconnected from the business.

 Technology Adoption
Technology improves the overall efficiency of HR processes across the
organization. Hence deliberate efforts are needed to be taken to integrate
processes into technology. The adoption of technology should be always
tracked as a percentage of overall available processes.

 Compliance of all laws

Compliance of the statutory regulations should be strictly followed and non-

compliance shouldn’t be tolerated at any cost. Laws related to Labour,
Factories, Shops and establishments, Bonus, Gratuity, ESIC etc. should be
always adhered to.

 Manage Calculated Risk

Business does not grow without at least taking the occasional risk, and that
falls on human resources as well; which falls into two areas. The first being
in their own departments. If Human Resources does not innovate in their
processes and practices, they will not advance and will often be left behind in
an organization.. The second area where human resource professionals need
to manage calculated risk is in giving advice to business partners.

 Number of workforce analytics projects completed

Sub KRA’s of this would be projected outcomes in terms of profits

generated, costs saved, % reduction in attrition, improvements in Health and
Safety etc. (driven by analytics projects outcomes).

 HR Automation

% of the workforce using new self-service technology, feedback regarding

efficiency and outcomes provided to employees, costs saved (technology vs.
HR employee costs).

 Workforce and Succession Planning

% of decisions driven by the planning process (external vs internal

candidates selected). Sub KRA would be quality of planning processes, depth
of pipeline, the number of development plans realized etc.