Penyedia Jasa Asuransi Syariah: 7 Steps to Analyzing Your Talent

Tanggal: Tue, 24 Jul 2007 10:46:24 +0700
Dari: HRD Forum <hrd.forum@gmail.com>

Free HR Article
7 Steps to Analyzing Your Talent
The "New" Employee Contribution Rate

Imagine receiving a balance sheet from your accountant or CFO and the
report listed line item after line item but neglected to identify
which ones were assets and which ones were liabilities.

If in turn you asked the HR professionals in your organization,

"What is your employee contribution rate?" you'd likely hear about the
matching rate the company offers to employees for its retirement or
profit-sharing plans?

While this is important to know, it really doesn't indicate what your
employees contribute to the bottom line. What is important these days
is getting a handle on how each employee's role in the company adds
value to the organization and contributes to its financial goals.
Understanding the link between individual productivity and
organization performance requires metrics, human capital metrics to be
exact.

How good are human resource professionals doing at demonstrating human
capital metrics? All you need to do is ask them. You'll likely hear
about the cost to hire, time to fill jobs, and turnover rate. While
important to know, these HR functions don't necessarily have any
strategic importance. In other words, they don't create new value,
they manage costs.

The first thing any executive, manager, or owner responsible for the
development and execution of its organization's strategy must ask is:
How do our employees create value in our organization? Linking people
to value creation shifts the focus from efficiency measurements to
effectiveness metrics.

Human resources departments typically measure levels of customer
satisfaction.and then stop there. To become an internal strategic
partner with the company, it must now link what levels of customer
satisfaction are needed to improve the quality of the buying
experience and then how much each percentage increase in a buyer's
satisfaction adds to the strategic performance of the organization.

How does this make a difference? How many organization's over the past
few years reduced recruitment costs, cut benefits as a percent of
revenue and lowered their turnover rates to below the industry average
but didn't make any money? Staying within the budget is efficient.
It's not always effective.

But moving HR from the guardians of the piggy bank and
"touch-and-feely" training to the managers of the organization's most
important assets requires a new perspective and a new set of
measurements. While helpful as it is to measure your effectiveness
against your competitors, the ultimate test of performance comes in
the form of market share and profitability. If you don't own the
market share you want and you're not making a profit, then who cares
that you lead your industry in retaining employees?

More to the point, HR metrics defined by external industry benchmarks
really measure the effectiveness of HR. Key metrics like expected
human capital return (EHCR) and actual human capital return (AHCR)
measure how effective the workforce is at delivering a strategic
return on performance in return for the salaries and benefits paid to
them.

Therefore the function of HR is not ensure that it meets or exceeds
industry HR or community business standards but to know at what point
a worker's output exceeds the cost of training and paying employees to
show up for work. It should be telling management how well its
workforce is meeting the needs of its own business. Beginning right
now, HR must be held accountable for how well its workforce
contributes to achieving the goals of the business.

Thinking strategically means that human capital metrics show how
retaining an employee adds to the bottom line. Using a buzzword, you
are "aligning" your people with the company. Identifying the right
metrics also establishes the baseline to know when employee tenure
without continuous improvement costs the company money and when even
marginally effective individual performance cuts its competitive edge.

Although not an easy task, many HR professionals are trying hard to
think like "business people." But these people are the pioneers, which
means there are no well-defined maps to follow. Making the project
even more challenging is the fact that the right measures will be
unique for each organizations. Even if best practice strategies and
metrics were available, they might not be right nor relevant for you.

I don't propose that I have all the right answers. In fact, I'll be
the first to admit that I may have more questions than answers. But
when it comes to what I'll refer to as talent-analytics - a reliable
method to identify how a highly successful employee will contribute
now and in the future to the financial well-being of the business - we
do have a solution for managers.

As a result of working within dozens of organizations - small and
large - over the past 3 years on identifying the core competencies of
highly successful employees, we have begun to identify key links
between individual personality traits, values and abilities and peak
performance.

Below are the steps our clients have used to establish top performer
profiles that align employees' skills and abilities with needs of the
business.

--------------------------------------------------------------------------------

7 Steps to Analyzing Your Talent.

Step 1. Clearly identify your company's vision, mission and values.
(Pay attention to the word "clearly".)

Step 2. Define your strategy to achieve your purpose and live by your values.

Step 3. Identify how each individual - from line worker all the way up
to the CEO - within your organization contributes to executing the
strategy.

Step 4. What performance baselines do they need to achieve in order
that organization meets its goals?

Step 5. Establish the base set of core competencies that individuals
need to demonstrate both the capability, proficiency, and commitment.

Step 6. Create a top performer profile that aligns specific
personality traits, values and abilities with key performance
indicators.

Step 7. Structure a selection process combining behavioral interview
techniques, background and reference checking, and psychometric
testing that accurately and reliably predicts an individual's
capacity, skill and motivation to do a job.

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Talk about taking HR out of its comfort zone. Calculating the rate of
return of investment of an employee sounds cold and well.calculating.
It is. And that flies in the face of many HR professionals entered the
profession in the first place. But with global competitiveness on the
rise and the availability of skilled labor on the decline, business
success will go to the organizations that create a unique operating
proposition - a high performance workforce. Replicating technology and
process is easy. Replicating human performance is not. The competitive
edge will go to those organizations that link the mix of the right
talent to the bottom line.
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