Are you interested in how to measure the impact of Human Resources leadership, management, actions, policies, and assistance in your organization?
A significant component of your Human Resource business planning is identifying what Human Resources measures to collect.
The Goal of Human Resource Measures
When you consider measuring the performance of your Human Resource department, developing the appropriate set of measures forms the cornerstone. Your selection of measurements should be driven by two factors. You want to contribute to the overall success of your organization and the attainment of your organization’s most important goals. You want to provide the Human Resources department with measures that you can use for continuous improvement.
Once upon a time, standing in my kitchen, four vice presidents called me, out of the clear blue, from a client company. They were meeting to assess the effectiveness of my training and consulting activities and they made the age old mistake of measuring actions, not results.
They proposed that my accountability would be the number of training sessions I presented, the number of employees who attended the training sessions, and the number of improvements employees made in their work areas. I told them I could begin to work with them on the last one, but the first two had nothing to do with the results we wanted to achieve.
People generally need structure.
A policy is a formal guidance or rule to guide decisions and achieve rational outcomes. It’s needed to coordinate and execute activity throughout a company. When effectively deployed, policy statements help focus attention and resources on high priority issues. They align and merge efforts to successfully achieve a business vision. Policy provides the operational framework within which the business functions.
Policies are typically written to cover topics of widespread application. They change less frequently, as they are considered the agreed upon standard within an entity. Usually, policies are expressed in broad terms and cover the “what” and the “why” of any given area. Policies also answer some of the operational issues related to the topic at hand.
On the other hand, a procedure typically supports a policy. It is a method for performing a task or a fixed, step-by-step sequence of activities. Procedures cover the operational processes required to implement a policy into action. Operating practices can be formal or informal, specific to a department, building or applicable across an entire business unit. If policy is “what” an organization does operationally, then it’s procedures are “how” it intents to carry out those operating policy expressions.
Procedures cover a topic in a more narrow application. They are typically prone to change as a business grows or adapts. Procedures, often referred to as “Standard Operating Procedures” or “SOPs” are stated in as much detail as is required to perform accurately and effectively. At length, it will describe a process and cover “how” something is done, “when” it should take place and/or “who” involved.
Both policies and procedures are necessary. Outside basic federal and local legal compliance, it is up to the organization how in depth both tools are utilized. Most importantly, both are tools that support your organizational practices and principles. Effective leaders do not lead by policy, rather refer to them as tools throughout their interdisciplinary leadership efforts.
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This practice is an invaluable way to conduct boundary spanning and shared development during specific time slots each week. The purpose of CQI sessions is to always be focused on equipping, training and developing together. If you are a consumer facing business, identify a consistent time frame where business as usual won’t be interrupted by conducting a 30-45 minute workshop.