KRA Head of HR [PDF]

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Annexure - 2



Lafarge India Private Limited : OIOA 25 million € Key Performance Indicators : 2006 - Sr. VP - HR



Sr.



Value Driver



Target 2006 Action plans



Key Performance Indicator



Unit of measure 1. % of Recruitments closed within target Dateline



Target Dates



UPPER



LOWER



80%



70%



Upper



Lower



Review Frequency 6 monthly



1



Attract Talent



Recruitment Lead time (Days) Streamline Recruitment process with clear roles and specific Time frames to close each vacant position. e- Average decline in Recruitment Lead recruitment tools, New Placement consultants, time build Internal HR database



2. Average Recruitment lead time to close positions



3. Satisfaction level of HODs (mesured through Annual Dipstick survey) Pre-placement ppts at identified engineering campuses for GET Recruitment, using success stories. Improve external perception of Lafarge as a Preferred employer. Create a strong Employer Branding for Lafarge through Guest lectures, sponsorship, articles, advertistments



Campus visit & Presentations for GET Recruitment, & Improved visibility of Lafarge through guest lectures, Advertisement, posting etc.



IDPs for 'Fully Achieved' & above based on Competency mapping & comparison - Linkage to Training plan



Band - A & Below = 45



Hay-14 - 16 = 45



Hay-14 - 16 = 60



Hay 17 & above = 60



Hay 17 & above = 75



Quarterly



80%



70%



Annual Survey



1. No. of Campuses visited



6



4



End of project



2. No. of GETs/MTs recruited from the campus



6



6



Annual



3. No. of Initiatives taken to improve visibility, Employer branding & reduce Recruitment cost 3.a. Introduction of e-recruitment 3.b. No. of Guest lectures delivered at identified Bus schools 3.c. Decline in Recruitment cost



Competency Mapping for roles (Hay-14 & above) in Sales, Marketing, Manufacturing & HR function



Band - A & Below = 30



Positions Covered in specified functions within Time datelines



5



4



60%



40%



100%



90%



100%



90%



15-Mar



31-Mar



30-Sep



15-Oct



2



Develop Talent



No. of Training programs & participants Annual Training Index covered IDPs for Excom & OHR HiPOs



Emergence of 3-yr Career plans



No. of IDPs



Develop the concept for Assessment centre



Approval of the Concept



Date of completion & Present to Excom for clearnence



Cross functional Projects



Identification of Projects (based on organizational process improvement needs) & timely completion



Special Project to improve employee morale and increase the sensne of belongingness - Building Lafarge as a preferred employer for attracting & retaining talents



Implementation of 'House Concept'



Career Growth & Internal career movements



No. of identified Projects & date of completion



Career Interviews based on IDPs & career moves for performing officers



No. of projects = 10



No. of projects = 8



90%



1. HIPO - 65%



2. Others = 35%



2. Others = 30%



% of career Interviews & career movements



6



Implementation of New schemes



Number of New schemes



4



2



Continuing focus on developing Coaching culture



Increase in no. of Coach-coachee Relationship



50 diads



40 diads



Bring up the compensation pacakges of performing officers ('Fully achieved' & above) at per with the Market for motivation & Retention



Increased Market competetiveness



% of officers' salary brought to Market Median level



45%



40%



Reduced GAP



25%



30%



Introduce more value-added benefits for officers



Introduction of Employee friendly Policy



4



Retain Talent Sense of belongingness & Pride



Retain the identified HIPOs & performing officers Implementation of 'House Concept' to initiate pride & belongingness Development & implementation of action plans, based on feedback received from Group Emp survey Implementation of the HR Intranet - Platform for regular communication & feedback



No. of Policy & date of Impelmentation



HIPO Retention rate



Annual HIPO Retention %



Attrition rate (for Performing officers)



Annual Normal Attrition rate



Improved team work



Date of Implementation



Inter-dept process effectiveness



Random Dipstick survey



Preparation of 'Action plans'



Date of of finalization of Action plan



Level of Employee Satisfaction



Agreement index in next survey



Go-LIVE of the Intranet



Go LIVE date & regular updation



Excom visits Cascade business priorities & have regular interaction Skip level meetings to receive employee feedback & concerns, including Management Day celebration Sales groups during market visits



No. of on-site visits at each location No. of skip level meetings Management Day celebration for officers in H-14 & above



1 90%



85%