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Toward a Precise HR

ByPeter Anyebe

Changing Role of the Human

Resource Function:

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FocusTrace the path to a precise HRFlash the light on the enormity of the responsibility that HR practitioners have to humanityLink the global labour unrest to the current limitations of HR, that has stagnated as administrative partners; and is yet to make a clear shift to strategic partners, and subsequently precise executives

Present the value creation model as an objective conceptual basis for the shift

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The TrendPrecise ExecutiveStrategic PartnerAdministrative Partner

Associated With:SkillsCompetenciesMaintenance

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CompetenciesCompetencies are a critical tool in workforce and succession planning. At a minimum, they are a means to:

Identify capabilities, attitudes, and attributes needed to meet current and future staffing needs as organizational priorities and strategies shift, and

Focus employee development efforts to eliminate the gap between capabilities needed and those available.

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Competency ModelA list of competencies, often organized into five or more groupings or clusters, attributable to satisfactory or exceptional employee performance for an occupation (e.g. managers, auditors, etc.) or group of titles.

Basis for Appraisal Forms:Competencies +Rating Scales

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Management Performance Appraisal

CompetenciesLeadershipAccountabilityDecisivenessChange ManagementInnovative ThinkingEncouraging Customer FocusProductivityManaging Employee PerformanceEthics and Business Conduct

Ratings:EX - Exceeds Expectations M - Meets Expectations M- - Meets Expectations (-)ND - Needs Improvement - Developing NP - Needs Improvement - Performance Issue U - Unacceptable.

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Non-Management Performance Review

CompetenciesMember FocusCommitted to OrganizationIntegrity / Trust Action-Oriented / Empowered Highly Efficient / ResourcefulCommunication SkillsTechnical SkillsEmployee Strengths

and Accomplishments

Ratings:Far Exceeds Performance StandardsExceeds Performance StandardsMeets Performance StandardsNeeds Improvement

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Competency Types

LeadershipFunctionalCoreCompetencies are at the heart of

strategic HR

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SkillThe capacity to Perform at Task

by the Standard Procedure

The standard procedure is the kernel of the value creation model

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Performance Management is about:

The right work force, CIn the right environment, EB

Delivering profitable business growth, ROI

Ralph

Christensen

Equivalently, Value Creation concerns:

People Value, CValue of the Business Environment, EB

Organisational Value, ROI Agape Consultants

Precise HR - Conception

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Value Creation

The Link between People Value, C & Organisational

Value, ROI

C ROI1.02 1001.04 501.07 301.11 201.22 102.0 33.0 25.0 1.5

1 C = 1 – 1/X, ROI = 2X – 1 C = Character of Consistency ROI = Return on Investment

People are valuable to the extent that:

they turn what they know

into what they do

Organisations are valuable to the extent that: they turn the Factor-C into

ROI

Given the factor-C, ROI would be determined automatically; subject to the Business Environment, EB

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MI = √(PfI x EB),

PfI = 1 – 1/Pf,

EB = Rw/2,MI = Maturation IndexPfI = Performance IndexEB = Value Business EnvironmentRw = Reward IndexNu = Number of Essentials Identifiablef0 = The Personal OrderPo = Power IndexRES = Response AbilityRGT = Appropriateness of Response

FC = √n / √n’, FC > 1

FC = 1/ FC + 1, FC < 1

FA = 1/(RES x RGT), 1 ≤ FA ≤ 2

FA = 1/ FA + 2, FA < 1

The Performance Index

Pf = 1 / (1 – 1/FP),

Fp = (FA x FC)

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Res = Rgt, Po → 1

Rgt = (%Nd/100)/SRes = (1 – S)/(%Wk/100) %Wk = 100(CWk/C’) %Nd = 100(CNd/C’)

CNd = LogC/Log(1/S)CWk = 1 – 1/3 SRes = Responses to Stimuli, Performance?Rgt = Quality (appropriateness) of ResponsesCWk = Energy Expended on the Reconstruction of the Standard ProcedureCNd = Energy Expended on Overcoming Obstacles, EB?

C’ = Motive Strength (C’ = CWk + CNd)S = Index of Soul

The Business Environment

C/C’: r = 0.99

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The Reward Model

Rw = √(Nu2/Nu’),

Nu’ = f1, Derived on the PMM f0 = Po Po = RES / RGT f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1)f1 = Perception Index, N = 5f0 = Sensation Index N = 1

The Perception Model of Mind, PMM

Rw ≤ 2.00

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Normality

C1 = 0.31938153C2 = 0.356563782C3 = 1.78147837C4 = -1.821255978C5 = 1.330274429

NI = 2(ϕx – 0.5), x = Nu,ϕx = 1 – Qt(C1t + C2t + C3t + C4t + C5t) t = 1 / (1 + Px) ϕt = 1 / √(2π) x e(-(X2/2))

P = 0.2316419e = 2.7183π = 3.141

Hastings’ Approximation of the Normal Distribution Function

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The Standard Procedure

CWk and CNd are derived from the factors C and S;They define the expenditure of motive

strength or commitment, C’ Nu, Po, and Ps are derived from the factor-F

Given Pc, Rn, Vc, and √n therefore;The factors S, F, and C are determined,

for L = 1/C F2 ; S = 1/√LWhich form the basis for deriving the other factors.Pc, Rn, Vc, and √n are measured on their various kits

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The Standard Procedure Cont.

RES and RGT quantify the consistency of the performance at task

MI and NI are correlated at r = 0.9962; They establish the factors CWk, CNd,

RES, RGT and PfI in factThen ROI, Rw, Nu, Po, and Ps are

also establishedThe calibration of the Pc, Rn, Vc, and √n kits is based on the standard procedure

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PM Strategy

Talent is the engine behind the creation of all valueLeverage on talent to win in the market placeTalent can be

learnedRecall the 10,000hr Rule by Malcolm Gladwell

Talent is when tasks are performed by the standard procedure

1. Reward Systems2. Training Systems 3. Work Processes4. Talent Systems

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Talent

Only about 1% of people attain this capacity

It is the responsibility of HR to create the growth in this %age of wealth creators

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Performance PlanningAppraisal and ReviewFeedbackRewardImprovement PlansAppraisal of Potential

EmploymentAppraisalSkill GapRewardSuccession

PlanningCapacity

Assessment

T-AID Retention:

The Talent System

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Key System Features

Business performance objectives for individuals and teams

Personal performanceSalary and compensation

reviewEmployee development

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Management

Keep track of (growth) improved

performance on the 80 – 20 continuumRecall the Pareto Principle

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Integration, Nu ≥ 4.00Adjustment, 2.00 < Nu < 4.00Adaptation, Nu ≥ 2.00

Maturation

The Perception Model of Mind, PMM

f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1), f1 = Perception Index, N = 5

f0 = Sensation Index N = 1

Nu = f1

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The Character Model

RnPc

Attitude Motivation Ability

Stimulus

Personality, F Response

√n

F, f0

F1 F2

Pc Rn √n

C1 C2

C, ROI

Links Sensation, f0 to the creation of Value, ROIfor economic Decisions and Actions

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The Model of Learning

Emotion (Heart?):Purpose (Desire?)Process

(L)

Will:Motive Strength,

C’ (A)

Intellect: Thought, (F)

Process, f0

Learning is rooted in DesireThe strength available for accomplishment is

determined when desire registers in the willMotive strength is expended by the intellect,

in process derivation

Desire and Process are both stored in Heart Memory,L = F2 (Émile Coué)

Leadership (Fulfilment):

VisionDrive/CommitmentSkill

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Character of Consistency, CVagaries of the Environment, EB

Standard Procedure, MIProcess, f0

Purpose, F

Performance

1. Standard Procedure Leadership2. Process 6. Performance3. Purpose 5. Character of

Consistency4. Vagaries of Environment

10. Vision Labour9. Skill 12. Management8. Commitment 11. Entrepreneur

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The HR Hierarchy

Entrepreneur, Rn Management, Pc Leadership, Vc Labour, √n

Path of growth:

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Concluding Performance would be optimum when the following are clarified:

What, Purpose DefinitionHow, Process MaturationStandard Procedure, MI ≥ 0.99.96

This is achieved when the following analysis are done objectively and on the same scale of

measurement:

Employment, CAppraisal, PfISkill Gap, f0

Reward, RwSuccession Planning, MICapacity Assessment, Org-K

The following hierarchy also needs be installed:

Entrepreneur, Rn Management, Pc Leadership, Vc Labour, √n

In the end, the following would be aligned:

TalentProfessionJob

Vagaries of the Environment, EB

Character of Consistency, C

Thank you