Strategic HR Management

Human resource (HR) management is a key area in today's business world. People act as a backbone of any organisation. Lean means change and continuous change if not supervised will result in unhappy employees, which results in leaving the organization.  HR can make a significant contribution to lean success by managing the change in a manner that gives a positive outlook.

Competency Mapping

Competency is a combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated.

Balanced Score Card

A proper strategic planning and management system which is used extensively by us in business and industry and nonprofit organizations worldwide to align business activities to the vision and strategy of different organizations, improve internal and external communications, and monitor organization performance over strategic goals.

(Learning Objectives: Explain the evolution of measurement and strategic management systems; define terms; list reasons for adopting a balanced scorecard system; identify the six steps needed to build a scorecard system and the three steps needed to implement these systems; identify challenges that need to be overcome; discuss indicators of successful systems; discuss time periods for a scorecard project; contrast the differences and similarities in scorecard systems for different organizations; discuss a typical BSC cycle.)

  • Introduction to performance management and measurement
  • Definitions
  • Balanced scorecard history
  • Reasons for undertaking a balanced scorecard project
  • Similarities and differences among BSC and other performance systems
  • Advantages of using BSC performance systems
  • Contrast private sector and public agency use of scorecards
  • Key questions the BSC seeks to answer
  • Sample BSC performance measures
  • The Nine-Step Methodology for building and implementing a balanced scorecard project
  • Meeting the challenges of scorecard systems
  • Indicators of successful projects

(Learning Objectives: Identify the six building steps — Using an organization assessment to set vision, mission and strategy, Defining strategic themes, Choosing perspectives and developing objectives, Developing a Strategy Map, Defining performance measures, Developing Initiatives.)

  • Case studies and examples will be selected from among several commercial, public sector and not-for-profit organizations that use the balanced scorecard for strategic management.
  • Using an organizational assessment to set vision, mission, and strategy
  • Identify customer groups and develop the Customer Value Proposition
  • Develop Strategic Themes and Strategic Results
  • Develop Strategic Objectives and strategic success drivers
  • Strategy mapping – develop cause-effect relationships among the objectives
  • Derive Strategic Performance Measures, Targets, and Thresholds
  • Develop Strategic Initiatives Define Criteria for Selecting Initiatives

(Learning Objectives: Identify and understand the three implementation steps – Using computers to communicate performance information, Cascading the scorecard throughout the organization, and Using scorecard information to improve performance)

  • Examples will be selected from among several commercial, public sector and not-for-profit organizations that use the balanced scorecard for strategic management.
  • Software Demonstration: Performance Management Information Software options
  • Implementation issues
  • Aligning strategy and work throughout the organization
  • Collect, verify and validate performance data
  • Transforming data into information
  • Software options for managing performance information
  • Developing an internal and external communication plan
  • Cascading the scorecard throughout the organization
  • Employee motivation
  • Linking strategy to resource decisions
  • Linking performance to rewards
  • Scorecard roll out, training, and change management
  • Using performance information to improve organization performance

(Learning Objectives: Understand the challenges of integrating balanced scorecard systems with other enterprise-wide systems; overcoming challenges to implementation)

  • Exercise: examine strategic change readiness in your organization.
  • Integrating the scorecard with other enterprise management systems
  • Integrating the scorecard with other enterprise information systems
  • Best practices

(Learning Objectives: applying the BSC to your organization's needs; discuss company-specific issues)

  • Exercise: Develop a scorecard action plan for your organization.
  • Overcoming obstacles and challenges within your organization
  • Integrating the scorecard with other enterprise management and information systems
  • The role of consultants
  • Time and schedule estimates
  • Develop an Action Plan based on your organization’s readiness

Lean HR

Lean Hr is all about to Learn how to improve HR business processes and facilitate your organizations adopts on Lean Six Sigma
We will work through all of the steps of the DMAIC improvement method: define, measure, analyze, improve, execute and control. We shall guide the organisation through lean approach of improving HR processess, like recruitment, performance appraisals, Payroll, training,Succession Planning etc.. – either as the “owner” of a process, or as a process improvement facilitator. You’ll discover how you can use Lean Six sigma methodology for metrics, incentives and reward/ recognition programs to expedite, the adoption of Lean Six Sigma in your organization.

Gazelles Approach :

  • Structured approach towards process improvement by linkingLean Six Sigma Methodology and the DMAIC process and its application in various HR Domain like Recruitment, Payroll, Training and Development, Performance Management, Reward & Recognition etc
  • Improving People and Process Capability through Kaizen initiatives
  • Helping par;cipants to move from Technical HRM to Strategic HRM role
  • Building HR Scorecard by linking People, Strategy and Performance along with a cost benefit analysis for HR interventions.